Stadium District Master Plan + Design + Development + Construction Partners

Issued by: Peanut Project LLC (“Peanut Project”)
In collaboration with: Granicus Advisors (“Granicus”)
Confidentiality: All the info is public and available to all, if you wish to sign an MNDA please use this
Issue Date: February 12, 2026
Response Deadline: March 31, 2026
Contact: Ashkan Karbasfrooshan – ash at watchmojo dot com
RFP documents can also be found here in English and en Français.

1. Executive Overview

Peanut Project LLC (“Peanut Project”) is seeking proposals from qualified architectural firms, master planners, developers, builders, and integrated design-build teams to support the planning, design, engineering, and delivery of a large-scale mixed-use civic development known as Parc des Expos and 4C (“the Project”).

The Project is designed as a year-round, institutional-grade sports and entertainment district, anchored by a stadium and surrounded by commercial, cultural, hospitality, and community infrastructure.

This initiative is intended to serve as a catalytic civic project for Montreal, supporting the long-term objective of a baseball-first, community-driven, league-compliant pathway to the return of Major League Baseball to Montreal.

However, the Project is deliberately structured to be economically viable with or without MLB.

2. Project Vision

The Project is inspired by best-in-class global stadium districts such as:

The Battery Atlanta (MLB)
Hokkaido Ballpark / F Village (Japan)
US Bank Stadium District (Minnesota)
Modern NFL / MLB mixed-use campus models

The vision is to develop a 365-day destination that integrates:

sports and live entertainment
hospitality and tourism
commercial real estate
cultural programming and civic identity
media and content production infrastructure
scalable technology-enabled fan engagement

The Project is positioned as Montreal’s most significant civic transformation since Expo ’67.

3. Scope of Opportunity

Peanut Project is seeking partners for one or more of the following roles:

A) Master Planning & Architecture

stadium concept design (baseball-first)
mixed-use district master planning
public realm and pedestrian flow design
integrated sustainability and transit planning

B) Development & Project Management

phased development strategy
land use planning and permitting pathway
commercial programming and tenant mix strategy
capital deployment sequencing

C) Engineering & Construction

design-build proposals
construction planning, costing, and execution
value engineering and constructability analysis
infrastructure delivery (utilities, roads, siteworks)

D) Consortium Partnerships

Peanut Project welcomes proposals from consortiums combining:

architects
developers
general contractors
engineering firms
project managers
hospitality operators

4. Core Deliverables

Respondents should propose a framework for delivering:

Stadium Component (Anchor Asset)

A modern stadium designed for:

MLB specifications (preferred)
multi-sport / multi-event adaptability (required contingency)

Key characteristics:

premium hospitality suites and club seating
year-round activation capability
broadcast-grade production infrastructure
integrated retail / food / experiential zones
scalable capacity design

4C District Component

A mixed-use district integrating the following pillars:

Culture

pavilion / event venues
museum concept tied to Montreal’s legacy and tourism export

Community

civic programming zones
education and entrepreneurship infrastructure

Commerce

hospitality (hotel potential)
retail, restaurants, entertainment
office / media production / creator campus potential

Capital

institutional-grade development approach
optionality for phased financing and ownership structures

5. Economic and Civic Impact Expectations

Proposals should reflect an understanding of the Project’s economic thesis, including:

construction job creation potential
permanent employment creation
recurring annual economic activity
tourism uplift
land value appreciation and district transformation
tax base and public sector revenue generation without public funding

(Respondents may include economic modelling assumptions, but clarity and realism are preferred over inflated projections.)

6. Key Design Principles

All proposals should reflect:

Montreal-first identity (culture, architecture, history)
year-round usability (winter resilience)
strong transit and pedestrian integration
public realm emphasis (parks, plazas, walkability)
sustainability and ESG compliance
flexibility for multiple sports/event configurations
high-end but authentic urban design (not suburban sprawl)

7. Phasing & Sequencing

Respondents should propose a development approach that supports:

early site activation and infrastructure buildout
staged construction aligned with financing milestones
optional parallel tracks (district first, stadium second)
optional “stadium shell” strategy depending on MLB timing

This Project must be executable even under uncertain league timelines.

8. Submission Requirements

Each proposal should include:

A) Firm / Consortium Profile

ownership and corporate structure
leadership team bios
relevant office locations
key project personnel assigned

B) Relevant Experience

Provide comparable projects including:

stadium districts
mixed-use campuses
large-scale urban development
transit-adjacent infrastructure builds

Include:

project size
budgets
timelines
delivery model used
references

C) Proposed Approach

delivery model (design-bid-build, design-build, EPC, etc.)
proposed phasing strategy
risk management approach
stakeholder engagement approach

D) Preliminary Conceptual Vision (Optional but Preferred)

conceptual site layout sketches
massing concepts
public realm strategy
integration plan between stadium and district

E) Estimated Budget Ranges

High-level cost ranges for:

stadium
district development
infrastructure/siteworks

F) Timeline Assumptions

Provide a plausible execution timeline under different scenarios:

MLB awarded by 2028
MLB delayed beyond 2028
stadium built for multi-use first, MLB later

G) Financial / Partnership Model (If Applicable)

If the respondent is proposing development capital participation:

describe financing approach
describe governance expectations
describe return profile assumptions

9. Evaluation Criteria

Proposals will be evaluated based on:

demonstrated ability to deliver comparable projects
architectural quality and cultural fit with Montreal
execution credibility and timeline realism
flexibility and adaptability to league outcomes
cost discipline and value engineering competence
ability to work collaboratively with stakeholders
long-term district vision and mixed-use sophistication

10. Confidentiality and Process

This RFP is confidential. Respondents must execute an MNDA prior to receiving:

detailed site information
internal materials
feasibility documents
expanded conceptual requirements

Peanut Project reserves the right to:

request follow-up interviews
request a second-stage submission
shortlist multiple partners by category
pursue parallel tracks for architecture, development, and construction

11. Submission Instructions

All proposals must be submitted electronically in PDF format to:

Contact: Ashkan Karbasfrooshan – ash at watchmojo dot com

Subject Line: RFP Submission – Parc des Expos / 4C – [Firm Name]

Deadline: March 31, 2026 5pm EST

12. Appendix (Reference Materials)

Stadium concept references (Hokkaido Stadium, US Bank, MLB models) – below
Economic impact thesis – below
4C conceptual framework – found at MontrealMojo.com
Preliminary requirements documentation – Exec Summary here.

APPENDIX SECTION

Stadium Concepts & Models

Hokkaido Stadium, Japan

US Bank, Minnesota

Buffalo New NFL Stadium

Marlins Stadium – MLB

ECONOMIC IMPACT TO MONTREAL

When people debate the return of the Montreal Expos, the conversation often gets stuck on nostalgia, attendance figures, or whether baseball “still matters.” That framing misses the point.

The real question is not whether a baseball team can succeed in Montreal.
The question is what a privately financed stadium and a broader 4C civic project would mean for the city, its economy, and its long-term competitiveness — with or without baseball.

Because in this case, the team is not the destination.
It is the catalyst.

What follows is a grounded, conservative look at the economic, employment, and civic impact of a modern MLB franchise embedded within a mixed-use, privately funded district.

1. Job Creation: Construction, Operations, and the Civic Multiplier

Construction Phase (4–6 years)

Large-scale stadium and district projects consistently generate substantial employment before the first game is ever played.

16,000 to 25,000 jobs during construction
Trades, engineering, architecture, project management, materials, logistics
Local supply chains benefit disproportionately

These are not abstract figures. Comparable North American projects of similar scale routinely produce employment in this range, particularly when development is phased and multi-use.

Permanent Employment (Post-completion)

Once operational, the combined effect of:

the team
the stadium
the surrounding 4C district (commercial, cultural, and community uses)

creates between:

7,000 and 11,000 permanent jobs

These include:

stadium and team staff
hospitality and tourism
retail and food services
building operations and security
cultural, event, and programming roles

Crucially, these are year-round jobs, not seasonal ones.

2. Annual Economic Activity: Recurring, Not One-Off

A modern MLB franchise integrated into a mixed-use district does not generate economic impact only on game days.

Based on conservative modeling:

$800 million to $1.2 billion in annual recurring economic activity

This includes:

direct spending (tickets, concessions, events)
indirect spending (hotels, restaurants, transport)
induced effects (wages spent locally)

Over a 15–20 year horizon, this translates into:

$15 to $25+ billion in cumulative economic impact

This is why cities that get this right stop debating whether the team “pays for itself.” The district does.

3. Public Sector Revenues: Without Public Funding

One of the most misunderstood aspects of projects like this is the role of government.

In the proposed model:

No public funding is required for the team or stadium

Yet governments still benefit materially through:

income taxes
GST/TVQ
property and land value uplift
tourism-related revenues

Once stabilized, annual public revenues are estimated at:

$200 million to $400 million per year

This is the paradox policymakers often overlook:

The absence of public funding does not mean the absence of public benefit.

4. Tourism and Global Visibility

Montreal already excels at tourism. A flagship sports-and-culture district amplifies that advantage.

Expected impact:

300,000 to 500,000 incremental visitors per year
Higher average spend per visitor
Extension of tourism beyond peak summer months

Add to that:

national and international MLB broadcasts
All-Star Games, postseason games, global baseball events

The result is not just tourism volume, but tourism quality.

5. Urban Transformation and Land Value

The most durable impact of the 4C project is spatial.

Comparable North American developments consistently show:

2x to 4x land value appreciation over 10–15 years
Transformation of underutilized or transitional zones
Creation of walkable, mixed-use destinations

In Montreal’s context, this would represent:

the largest civic transformation since Expo ’67
a generational reorientation of how the city uses and values its land

This is not about gentrification for its own sake.
It is about productive density.

6. Why the Team Still Matters

If the district is so powerful, why does the team matter?

Because:

the team creates rhythm
the team creates narrative
the team creates inevitability

The Expos would:

anchor the district emotionally
provide recurring global visibility
accelerate everything else by years, not months

The team is the spark.
The city is the engine.

7. The Strategic Takeaway

This is not a sports vanity project.
It is not nostalgia economics.
And it is not a gamble.

It is a long-term civic investment whose returns accrue broadly:

to workers
to local businesses
to governments
to Montreal’s global relevance

With the Expos, Montreal accelerates into its next chapter.
Without them, the city still moves forward — but more slowly, and with less cohesion.

The real question, then, is not whether baseball belongs in Montreal.

It is whether Montreal is willing to think at the scale its talent, culture, and history justify.

COMMUNITY & CIVIC: 4C

4C (“Foresee”) Development: A Durable Civic and Commercial Platform

In parallel with the sports ownership thesis, we are advancing 4C (“foresee”), a large-scale creative, cultural, and commercial development platform designed to anchor long-term value independent of league outcomes.

4C is conceived not as a stadium-centric real estate project, but as a permanent, mixed-use ecosystem where sport, media, culture, commerce, and community reinforce one another. The objective is to build a district that is economically viable on its own, with optional upside from professional sports rather than dependency on it.

What 4C Is

4C is a master-planned campus integrating four pillars:

Culture: live entertainment, festivals, media production, museums, and programmable public spaces
Community: year-round activation, education, civic uses, and public realm infrastructure
Commerce: offices, hospitality, retail, experiential venues, and media-related businesses
Capital: institutional-grade ownership, governance, and long-horizon financing

The development is designed to function as an always-on destination, not an event-driven venue.

Economic Rationale

From a capital perspective, 4C provides three critical attributes:

Independent Cash Flows
Revenue streams from commercial real estate, hospitality, media, and events are not contingent on team ownership or league approvals.
Downside Protection
In scenarios where league timing shifts or expansion is delayed, 4C continues to generate value, reducing binary risk.
Embedded Upside Optionality
If and when a professional franchise is secured, the campus becomes a force multiplier, materially enhancing valuation, utilization, and monetization across the district.

This mirrors successful precedents such as The Battery Atlanta and international mixed-use sports districts, but adapts the model to a denser, culture-forward, media-centric urban context.

Relationship to Sports Ownership

4C is deliberately structured to be adjacent to, but not dependent on, professional sports ownership.

From an institutional investor’s perspective, this separation is intentional:

It avoids underwriting league decisions as a prerequisite for value creation.
It allows capital to be deployed in phases, aligned with de-risking milestones.
It preserves flexibility in ownership structures, financing instruments, and exit paths.

In practical terms, 4C strengthens any future sports bid by demonstrating execution capacity, civic alignment, and economic seriousness, while standing on its own if timelines extend.

Strategic Fit for Institutional Capital

For long-horizon investors, 4C offers:

predictable, asset-backed value creation
optional exposure to marquee sports upside
a platform that can absorb incremental capital efficiently over time

Rather than a single-asset bet, 4C functions as a portfolio of correlated but diversified cash flows, aligned with institutional risk frameworks.

School of Entrepreneurship

These days, students do not seek to become lawyers or doctors, not venture capitalists or investment bankers, today the majority want to become “creators/influencers” (storytellers) or entrepreneurs. The Academy Society of Entrepreneurship will be designed to meet athletes where they are in their careers and mindset. Elite athletes already possess many of the hardest-to-teach entrepreneurial traits: discipline, resilience, pattern recognition under pressure, and long-term commitment. What they often lack is structured exposure to capital allocation, business formation, governance, and risk management. This program bridges that gap by translating entrepreneurial fundamentals into an athlete-native language, helping participants move from operator to owner, from brand to platform, and ultimately from earner to investor. The objective is not to turn athletes into founders overnight, but to equip them with the tools and frameworks to build, back, and steward businesses thoughtfully over time.

Developing Humans First, Athletes Second